Leadership | Conoley Group

Founder · Your Fractional Chief AI Officer

Jonathan Conoley

Twenty-five years of building enterprise systems. Now pointed at companies that need to move before the moment passes.

Background

From developer through CTO across a quarter-century in enterprise software. Founded an enterprise API company. Architected systems for Fortune 100 organizations. Saw the inflection when machine intelligence began executing end-to-end work that used to require human judgment, and built Conoley Group to be the operating layer that gets companies across that line before their competitors find it.

Approach

Treats every client the way he would treat the senior leader he could not quite afford to hire full-time. Technical enough to architect the work himself. Strategic enough to keep the engagement pointed at outcomes that reach the bottom line. Direct enough to tell a managing partner when they are about to make an expensive mistake — and steady enough to do it without losing the room.

What he owns in your engagement

Strategic direction. Solution architecture. The relationship at the partner level. Every monthly executive review. Final accountability for the work. The person you call when the question is hard.

Jonathan ConoleyFounder & Managing Partner · Orange County, California

Portrait — Spring 2026

NickChief Implementation Officer · Owns the field work and the people side

Your Fractional Chief Implementation Officer

Nick

The operator who knows that change does not stick because it is designed well. It sticks because someone earns it, person by person.

Background

A career spent in the field at companies that needed to move fast without breaking the work. The hardest part of any change, he will tell you, is not designing it. It is making sure the person whose Tuesday morning is about to look different actually trusts what is happening — and trusts the people doing it.

Approach

Spends week two of every month in your office, sitting alongside your people, listening to how the work actually happens. Conducts the interviews. Maps where time goes. Surfaces what is broken that nobody has put words to. He believes the people closest to the work usually know what needs to change — they just need someone to listen, and the authority to act on what they say.

What he owns in your engagement

The field work. The people side. Training, adoption, and the trust-building that determines whether new capability actually takes root. The reason what we deliver is still working three months after we deploy it.

The Team That Builds

Nine specialists, briefed by Jonathan and Nick, building everything you see ship.

Each one a senior operator in their domain. Each one running through our platform. Together, they execute the work at a velocity a traditional bench cannot reach — and at a quality that holds up because the team that designed the work also built it.

Marcus Chen

Product Manager

Specifies what we build before we build it. Translates the work into clear requirements the rest of the team can execute against.

ii.

Rhen Nakamura

Platform Architect

Owns the systems, the infrastructure, and the code behind the operation. The reason the platform works the way it does.

iii.

Diana Reyes

Solutions Architect

Designs the implementation plan for each engagement. Translates what your company needs into a build that fits your environment.

iv.

Tomas Eriksen

Implementation Engineer

Breaks every solution into executable sprints and tracks the work to completion. The discipline behind how the team ships.

Soren Valdez

Integration Engineer

Builds, integrates, and deploys solutions inside your environment. The hands that put the work into your company’s systems.

vi.

Eliot Vance

Sales Director

Owns the pipeline, the materials, and the deal strategy. The voice that turns conviction into a conversation with the right room.

vii.

Priya Sharma

Lead Generation

Researches markets, builds the lists, refines the targeting. The reason the right companies hear from us at the right moment.

viii.

Morgan Wells

Competitive Intelligence & Messaging

Watches the field. Sharpens our positioning. Makes sure every word we put out earns its place against the alternatives.

ix.

Drew Harmon

Creative Director

Owns the design system and the brand standards. The reason what your company sees from us looks the way it does — and the way it should.

The Transformation Scoreboard

Your company's trajectory. Measured at executive altitude.

Seven indicators, updated monthly, available to your leadership at all times. The scoreboard measures what changed for your business — not what we billed you for. This is the layer where strategy meets evidence.

Transformation Scoreboard·scoreboard.conoleygroup.com

Live

Revenue / Employee

+34%

&nearr; 12-month trajectory

Cycle Time

−61%

&searr; month-end close

Hours Returned

2,840

cumulative · $612k value

Capacity / Partner

+22%

growth ceiling lifted

Workflows Improved

live in production

Error Rate, Output

0.6%

&searr; from 4.2% baseline

Adoption

94%

staff using shipped tools

Quarter In Review

The leverage is holding. Trajectory locked.

Updated monthly · available to your leadership in real timePhase Tracking Active

Representative client view · individual scoreboards calibrated to engagement scope.

The Monthly Operating System

Four weeks. The same rhythm. Every month we are with you.

The cadence is the spine of the engagement. The intensity changes with the work. The structure does not. Here is what each week looks like — what happens, who runs it, what comes out of it.

Week 01

3–4 hours of leadership time

Strategy & Executive Review

Owned by Jonathan

The scoreboard from last month is reviewed. Outcomes are weighed against the trajectory we agreed to. The priorities for the month ahead are set with your leadership in the room — not handed to you in a report.

This is the meeting that holds the engagement to the strategy. If something is drifting, this is where we name it. If something is working better than expected, this is where we accelerate it.

Week 02

Multiple days on-site

Side by Side With Your Team

Owned by Nick

Nick is in your office. Sitting alongside your people in their actual workflows, listening for what nobody has put words to yet. This is where the work that has been quietly costing your company gets surfaced — by the people who feel it every day.

Your staff start building too — the throwaway tool that saves four hours a week, the small change in how a recurring process runs, the question they have always wanted to ask but never had the right person to ask. Adoption is not something we install at the end. It begins from the very first conversation, with the people whose work is going to look different — and our team stays available to them every week, not just when we are on-site.

Week 03

Continuous build

Build Sprint

Owned by the agent team

The team executes against the priorities set in Week 1 and refined in Week 2. Solutions get designed, planned, built, integrated, and deployed into your environment. The platform is doing its work; the team is doing theirs.

By the end of the week, what we set out to ship is live in your operation — running, measured, and ready for the people who will be using it.

Week 04

2–3 hours of staff time per group

Training & Reporting

Owned by Nick

The people whose work is changing get trained — by the team that built the change, not by a vendor's manual. Adoption is measured. Questions get answered in the room.

The monthly impact report is delivered to your leadership. The scoreboard updates. The loop closes — and the next loop begins, with priorities already pre-loaded for Week 1.

Your Side of the Engagement

A partnership has two sides. This is yours.

For the work to land, three roles inside your company need to be named — and active. No new hires. No reorganization. The people you already trust, given a clear lane in the work we do together.

Executive Sponsor

Managing Partner · CEO · Senior Principal

The person inside your company who owns the engagement at the leadership level. Attends the monthly executive review. Holds the engagement accountable to organization-wide priorities. The person Jonathan reports outcomes to. Their voice carries the work into rooms we cannot enter.

ii.

Internal Operator

COO · Director of Operations · Senior Manager

The day-to-day point of contact. Coordinates the discovery, the deployment, and the adoption logistics across departments. Knows where the bodies are buried in your operations and which doors to open when. Nick's primary partner, week to week.

iii.

Department Champions

Three to ten of your most curious people

The people across your company who emerge during Week 2 of any month — the curious, the credible, the ones whose colleagues already trust them. They carry adoption to their peers. They build the small tools alongside us. They are the reason the work feels like something your business did, not something done to it.

The Operational Questions

What managing partners ask once they know it is real.

The strategic questions sit on the homepage. These are the operational ones — the ones that come up after the first conversation, when the question shifts from whether to how this would actually run inside our company.

Yes. There is no junior bench behind us. There is no associate handed your account after the contract is signed. The senior people who close the relationship are the senior people who run the work — every monthly executive review, every field week, every time something hard needs a decision. That is the design of the firm, not a feature of the engagement.

Less than you think. Three to four hours per month from your Executive Sponsor for the strategy review. Several hours per week from your Internal Operator during active deployment phases — fewer outside them. Two to three hours of training per affected staff group, per month. The Department Champions invest more, by choice, because the work is genuinely interesting to them. The rest of your operation continues running.

Jonathan does — alongside the agent team he built. The agents are not a third-party platform we license; they are the team Jonathan designed, and they continue to expand under his hand. Every system integration, every piece of code that ships into your environment, every architectural decision passes through him. A quarter-century of building production systems and APIs from the ground up does not get handed off. The agents make the team faster. Jonathan makes sure what gets built is the right thing, built the right way, deployed the way it should be. Especially in the first months of an engagement, he is in the room for everything that goes out — and what gets specified before it is built.

We fix it. The Build Sprint cadence is designed for exactly this — every solution is open to iteration as the people using it surface what we missed, and the scoreboard makes issues visible fast. What ships into your operation has to earn its place every month, not just on the day we deploy it. That standard is built into how the engagement runs, and it is the reason the work holds up over time rather than fading the way most rolled-out tools do.

From your systems and your operations, with our platform's measurement tooling. Baseline metrics are captured during Week 1 of Month 1, before anything ships. Every workflow we improve has its own measurement layer. The scoreboard reflects the cumulative trajectory across every engagement we have run with you. It is your data, presented at executive altitude — and you have access to the full underlying view at all times.

We are not a project. We are infrastructure.